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The Fire District must be a leader in partnering with our neighboring Upper County agencies and treat them with respect while honoring their histories. We must embrace our District motto of “Neighbors Helping Neighbors.”

I will promote consolidation in the Upper County by:

  • I am not in support of the current merger talks that would roll District 7 into Kittitas Valley Fire and Rescue (KVFR) in Ellensburg.
  • Keeping an open mind, practicing measured leadership, and promoting mutual trust after we are first good partners to all of our neighbors.
  • Ensuring no one feels forced to merge or consolidate. Fire agencies in Upper County will come together when it is beneficial for all involved.
  • Being open to consideration in the future with Upper County departments. Residents of Fire District 7 live here and pay taxes here – your money should stay here.

Community growth will drive future Fire District service demands and capacities. This can be predicted and planned for within a robust Strategic Plan.

A robust strategic plan will:

  • Cover multiple years to address ongoing operational needs while demonstrating consistency, credibility, and fiduciary responsibility to the taxpayer. 
  • Invite everyone to participate in the future direction of the Fire District, including district personnel, businesses, schools, churches, community groups, neighborhood associations, and district taxpayers. 
  • Tie directly into current budgeting and future capital improvements within categories such as operations, personnel, equipment, facilities, consolidation, and long-term goals.

The operations of the Fire District should be an open book. Everyone should know what we are doing and why and that there are no hidden agendas or political motives.

A transparent Fire District should:

  • Increase communication internally and externally by broadcasting meetings, holding workshops, hosting open houses at fire stations across the District, and directly addressing the concerns of our residents and staff.
  • Rely on members of the Fire District (the people doing the job) as “subject matter experts” in making decisions.
  • Create an official Fire District social media presence to provide timely information on critical incidents, public education campaigns, service call volume, district news and just to celebrate the outstanding work of all our district staff.
  • Use a critical eye to create an annual budget that is accountable to the taxpayer while at the same time maximizing your service and fire protection. This means life safety, protecting property, and the impact on homeowner insurance rates. The 2023 Fire District Budget is $5.2 million. You should expect to get your money’s worth.

I believe our Fire District is in a position to rise to this challenge by creating a “people first” organization guided by strong strategic planning.

A “people first” Fire District will:

  • Ensure decisions, budgets, policies, procedures, and service levels are always viewed through the lens of what is best for our residents.
  • Treat our residents and district staff with respect and dignity.
  • Formalize Community Risk Reduction (CRR) efforts to include: partnering with the American Red Cross smoke alarm program; senior citizen fall prevention; public fire safety education; and robust Firewise activities to reduce our wildfire risk together.
  • Recruit, train, and retain the best firefighters to serve our residents – volunteer and paid.
  • Facilitate pathways to encourage local talent to enter the fire service by partnering with schools, colleges, and civic groups.
  • Empower Fire District staff to learn, grow and become leaders in the department.
  • Create an environment of teamwork that makes Fire District #7 the place people want to live, work and volunteer!